This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
In Ohio, a very anti-DEI bill was introduced that would restrict what higher education could do on diversity issues. This change in focus is forcing presidents to juggle what can be taught in the classroom and their faculty, who are very much invested in DEI initiatives. He never became a faculty member the way my father did.
As we noted in earlier blogs, this expertise should include key areas such as finance, human resources, fundraising, marketing, law, technology, strategic planning, and international affairs. Boards are facing the increasing need to expand the expertise of its members, who then can serve in a consultant role for the board and the institution.
The involvement of faculty in the enrollment and retention process is critical. But higher ed has unfortunately created an environment that does not necessarily reward faculty for their capacity to develop and maintain relationships with students. Loyalty” should not be based on fundraising.
Inferior campus facilities impact the ability to both recruit and retain students as well as attract the best faculty, and the evidence is apparent across the entire higher education landscape. The institutions need to be diligent about the old fundraising plans that are tried and true but also find new and creative revenue streams.
Accompanying revisionism was an altered relationship between faculty and students. In addition to being an educational institution, campuses’ other functions loomed ever larger, as expenditures on fundraising, research, and technology escalated. Also, campuses became, increasingly, political and ideological battlegrounds.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content